The Impact of Nurse Managers' Transformational Leadership on Nurses' Work Engagement: A Cross-Sectional Study

Abstract

This study aimed to describe nurses' evaluations of their work engagement, their perceptions of their managers' transformational leadership, and the relationships between these factors. A cross-sectional study design was employed. The Transformational Leadership Scale was used to measure the transformational leadership qualities of nurse managers. The Utrecht Work Engagement Scale (UWES-9) was used to measure nurses' work engagement. The data were analyzed using statistical tests, the Pearson correlation coefficient, and linear regression analysis. Among the work engagement subscales, nurses scored highest on dedication to work (mean 4.14, SD 1.22) and lowest on vigor (mean 3.68, SD 1.9). For transformational leadership subscales, giving feedback and rewards received the lowest scores (mean of 2.64, SD 1.02), while management of the nursing process scored the highest (mean 3.25, SD 0.92). The correlation between transformational leadership and work engagement was statistically significant (r = 0.367, p < 0.001). In conclusion, transformational leadership by nurse managers may increase nurses' work engagement. Nurse managers can develop and incorporate transformational leadership traits through training programs. Further research is needed to understand the mechanisms linking transformational leadership to nurses' work engagement.

Keywords: nurse; nurse manager; transformational leadership; well-being; work engagement.